Case study

One finance platform, one source of truth.

How a Fortune 500 global ingredient solutions manufacturer stood up SAP S/4HANA Central Finance across a multi-segment, multilingual workforce, with the change strategy built to make it stick.

ManufacturingMulti-year, multi-phase global rolloutDelta led the Organizational Change Management workstream end to end.

The situation.

The client was operating a fragmented finance landscape. Multiple SAP source ERPs, a non-SAP business system, and disconnected planning, expense, and consolidation tools. Data was inconsistent across segments, intercompany reconciliation was a persistent problem, month-end close ran long, master data governance was weak, and leadership couldn't see across the business without a lot of manual assembly.

The company launched a multi-year finance transformation to fix it. SAP S/4HANA Central Finance as the platform, Master Data Governance, SAP Group Reporting, and SAP Analytics Cloud as the layers around it. New technology, new processes, new master data governance, new ways of working, all landing simultaneously on a global multilingual workforce spanning multiple business segments, geographies, and cultures.

The technology plan was solid. Whether it would translate into behavior across that workforce was a different problem.

What we did.

Delta led the Organizational Change Management workstream from Phase 0 through Release 1 go-live. The OCM strategy was structured around six integrated focus areas, ADKAR-anchored throughout.

Communications. A phased messaging architecture mapped to the ADKAR curve, delivered through executive town halls, leadership briefings, newsletters, intranet content, and the project Teams site. Calibrated by segment and audience, not one-size-fits-all.

Leadership and stakeholder engagement. Leader interviews, action plans, toolkits, and FAQs equipped executives and people leaders to model new behaviors and cascade messaging consistently. Continuous transparency, not periodic updates.

Learning and enablement. Role-based learning strategy anchored in Training Needs Assessments, segment-tailored content, Train-the-Trainer delivery, and post-launch reinforcement. Partnered with HR and L&D to localize for regional and language needs.

Culture. Cultural baselining and identification of the behavioral shifts needed to sustain new ways of working across regional and segment-specific norms. The work that keeps a rollout from reverting in month four.

Workforce transition. Change Impact Assessments and Job & Role Impact analysis, with structured planning to support associates through shifts in responsibilities, reporting structures, and required skills.

Measurement. KPIs and pulse mechanisms tracking awareness, buy-in, engagement, readiness, and learning effectiveness. Leadership had real-time visibility into program health, not lagging indicators.

Two mechanisms held the whole approach together in practice. Impact Captains were embedded in each functional workstream. Trusted SMEs who documented people, process, technology, data, and policy impacts during design sessions, so transformation impacts got captured in real time instead of surfacing after go-live. A Change Agent Network of formal and informal leaders served as the employee-led engine of adoption, providing two-way feedback, early advocacy, and local reinforcement in high-impact stakeholder groups.

What changed.

15 workstreams

aligned in Phase 0 through structured executive engagement, moving foundational scope, process, data, and technical decisions from stuck to shipped.

Multi-phase rollout

stood up with a sustainable change infrastructure, so each subsequent release inherited a working system rather than starting from scratch.

The OCM strategy reduced resistance ahead of Release 1, built early awareness across the workforce, and gave leadership the visibility to steer the program from data instead of instinct. Structured engagement, segment-tailored communications, and active workforce participation created the conditions for a next-generation finance platform to deliver its intended value.

Delta capabilities on this engagement.

Organizational Change ManagementStrategic communicationsStakeholder engagementERP implementation supportProgram leadership